Writing from the practice — on what good communications actually looks like, and why it matters.
This is where Sora & Sora publishes thinking on strategic communications — what works, what doesn't, and why. Pieces range from short observations on industry trends to longer essays on specific disciplines. Updated when there is something worth saying.
The volume of communications produced by most organisations has never been higher. The clarity of that communications has arguably never been lower. This is not a coincidence. The pressure to be always-on, always-publishing, always-present has created a new communications failure mode: output without intent.
Read the pieceCrisis response is not decided in the moment. It is decided by the quality of preparation that happened months or years before the moment arrived. Here's what that preparation actually looks like.
Silence has a message. So does vagueness. Executive communications is not optional — it is one of the most consequential things a leader does. The question is whether they do it deliberately.
Founders often conflate origin with narrative. The story of how you started is relevant context — but a brand story is about where you are going, and why the people around you should care.
After years of working both sides of the press relationship — as a communications advisor and as someone who has managed media outreach for global brands — here is what has changed, and what hasn't.
Most change communications fail not because the strategy was wrong, but because the communication was treated as an announcement rather than a process. A different way of thinking about it.
Translating your message into Dutch or German is not the same as localising your communications for those markets. The difference is significant — and most organisations operating across European markets underestimate it.